Learning more by crossing levels: evidence from airplanes, hospitals, and orchestras

By J. Hackman. 2003

339 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5c9b4312f45b820dcb4552147efb14f26cfa6d92

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Etiology of the Multilevel Paradigm in Management Research (2011, methodology): “…as important considerations for anyone advancing a multilevel theory of organizational phenomena (see also, Boudreau, 2004; Dansereau, Alutto, & Yammerino, 1984; George & James, 1994; Hackman, 2003; House et al., 1995; Klein et al., 1994; Klein et al., 1999; Roberts et al., 1978; Rousseau, 1985).”
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach (2004, background): “Influence strategies, individual social beliefs, and societal cultural values In recent years researchers have been urged to adopt a meso-level paradigm, linking macro and micro concepts to form integrated theories of organizations (Rousseau and House, 1994; House et al., 1995; Hackman, 2003).”
Transactive Memory Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents, and Consequences (2011, background): “…strong within groups and weaker between groups, such as surgical teams within a hospital (Reagans et al., 2005) or flight crews within an airline (Hackman, 2003), and coordination of member skills at particular moments in time is critical to successful task performance, we suggest focusing…”
Getting Everyone on Board: The Role of Inspirational Leadership in Geographically Dispersed Teams (2009, background): “…behavior research there has been a call for greater attention to cross-level organizational phenomena that explicitly consider the nested nature of individual behaviors and attitudes within larger units such as organizational divisions, work groups, and teams (Hackman 2003, Johns 2006).”
Interactive Team Cognition (2013, result): “The multilevel modeling approach (Kozlowski & Klein, 2000) and arguments for ‘‘crossing levels of analysis’’ (Hackman, 2003, p. 919) are consistent with this perspective.”
Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity (2013, background): “This two level study addresses previous calls for multilevel research and tests for model homology (Chan, 1998; Hackman, 2003), and also builds on literature examining antecedents of team creativity (e.g., Shin & Zhou, 2007).”
Psychosocial safety climate as an antecedent of work characteristics and psychological strain: A multilevel model (2012, background): “Calls have been made to integrate meso-thinking into organizational research (Hackman, 2003), and specifically for multilevel work stress models (Kang, Staniford, Dollard, & Kompier, 2008; Sauter et al., 2002).”
Contextualizing Entrepreneurship—Conceptual Challenges and Ways Forward (2011, background): “The “context lens” allows us to frame entrepreneurship by paying attention to lower and higher levels of analysis (Hackman, 2003).”
Multilevel Research in the Field of Organizational Behavior (2013, background): “489 *Hackman, J. R. (2003). Learning more by crossing levels: Evidence from airplanes, hospitals, and orchestras.”
Convergence-divergence of HRM in the Asia-Pacific: context-specific analysis and future research agenda (2016, background): “While developing our framework we also consider the calls to examine HRM at multi levels (see Ostroff & Bowen, 2000; Paauwe & Boslie, 2002; Hackman, 2003; StoneRomero, 2008; Takeuchi et al., 2009) in order to conduct robust and context-specific research (also see Lazarova et al., 2014).”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “Although prior research encompassesmultiple levels of analysis, studies have not attempted to understand how phenomena at different levels of analysis interact (Hackman 2003).”
Scientific Progress in Strategic Management: The Case of the Resource-Based View (2007, neutral): “As Hackman (2003: 905) notes, “[r]egardless of the level of analysis at which we begin, we like to move to the next level for our explanations.””